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Social Responsibility And Corporate Governance: Volume 1: Preconditions For Integration 1st Edition Edition Matjaž Mulej full chapter instant download
Social Responsibility And Corporate Governance: Volume 1: Preconditions For Integration 1st Edition Edition Matjaž Mulej full chapter instant download
Social Responsibility And Corporate Governance: Volume 1: Preconditions For Integration 1st Edition Edition Matjaž Mulej full chapter instant download
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PALGRAVE STUDIES IN GOVERNANCE,
LEADERSHIP AND RESPONSIBILITY
Social Responsibility
and Corporate
Governance
Volume 1: Preconditions
for Integration
Edited by
Matjaž Mulej · Grażyna O’Sullivan · Tjaša Štrukelj
Palgrave Studies in Governance, Leadership
and Responsibility
Series Editors
Simon Robinson
Leeds Business School
Leeds Beckett University
Leeds, UK
William Sun
Leeds Business School
Leeds Beckett University
Leeds, UK
Georgiana Grigore
Henley Business School
University of Reading
Henley-on-Thames, Oxfordshire, UK
Alin Stancu
Bucharest University of Economic Studies
Bucharest, Romania
The fall-out from many high profile crises in governance and leadership
in recent decades, from banking to healthcare, continues to be felt around
the world. Major reports have questioned the values and behaviour, not
just of individual organizations but of professionals, industries and polit-
ical leadership. These reports raise questions about business corporations
and also public service institutions. In response this new series aims
to explore the broad principles of governance and leadership and how
these are embodied in different contexts, opening up the possibility of
developing new theories and approaches that are fuelled by interdisci-
plinary approaches. The purpose of the series is to highlight critical reflec-
tion and empirical research which can enable dialogue across sectors,
focusing on theory, value and the practice of governance, leadership and
responsibility.
Written from a global context, the series is unique in bringing lead-
ership and governance together. The King III report connects these two
fields by identifying leadership as one of the three principles of effec-
tive governance however most courses in business schools have tradi-
tionally treated these as separate subjects. Increasingly, and in particular
with the case of executive education, business schools are recognizing the
need to develop and produce responsible leaders. The series will there-
fore encourage critical exploration between these two areas and as such
explore sociological and philosophical perspectives.
Social Responsibility
and Corporate
Governance
Volume 1: Preconditions for
Integration
Editors
Matjaž Mulej Grażyna O’Sullivan
Faculty of Economics and Business Faculty of Management
University of Maribor University of Natural Sciences and Human
Maribor, Slovenia Siedlce, Poland
Tjaša Štrukelj
Faculty of Economics and Business
University of Maribor
Maribor, Slovenia
© The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature
Switzerland AG 2020
This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher,
whether the whole or part of the material is concerned, specifically the rights of translation, reprinting,
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The use of general descriptive names, registered names, trademarks, service marks, etc. in this
publication does not imply, even in the absence of a specific statement, that such names are exempt
from the relevant protective laws and regulations and therefore free for general use.
The publisher, the authors and the editors are safe to assume that the advice and information in this
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regard to jurisdictional claims in published maps and institutional affiliations.
This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland
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Foreword
In 2008 the world experienced its new global socio-economic crisis. Over
the next ten years the root of the crisis, i.e. the neoliberal global monopo-
lization replacing the expected free market (Vitali et al. 2011) has proved
to be dangerous for humankind. Companies have decisive powers over
governments (Perkins 2012). With documents passed by United Nations,
e.g. Global Compact (UNO 2000), and by International Standard Orga-
nization, such as ISO 26000 (ISO 2010) the humankind responded to
this crisis globally clearly: social responsibility must replace the decisive
persons’ and organizations’ reigning lack of
v
vi Foreword
• The corporate social responsibility is the way out from the current
humankind’s blind alley; and
• The way out of this blind alley starts in corporations as the most
influential units of the global society.
• Therefore a socially responsible corporate governance offers the clue
by implementing the ISO 26000. Unfortunately, many do not use
ISO 26000 in their research on social responsibility (see references
in e.g. Hrast et al., editors, 15 conference proceedings on http://
www.irdo.si/; Potočan and Nedelko 2015; Potočan et al. 2019a, b;
Lebe and Mulej, editors 2014; Mulej and Dyck, editors 2014—four
volumes; Mulej et al., editors 2016—three volumes in Slovene; Mulej
et al., editors 2019; Štrukelj and Gajšt 2019; Štrukelj and Sternad
Zabukovšek 2019; Štrukelj et al. 2020a, b; Zore 2015).
Holistic approach
6.8*
Community 6.3*
involvement
and Human rights
development
6.6*
Fair operating 6.5*
practices The
(ethical and environment
responsible
behaviour)
Interdependence
Fig. 1 7 core subjects and two linking categories of social responsibility in ISO
26000 (Notes The figures denote the clause numbers in ISO 26000. When an
explanation is written in parentheses—addition Tjaša Štrukelj Source ISO 2010,
p. 4. Editors’ presentation based on publicly available information)
References
ISO. (2010). ISO 26000 Social Responsibility. Discovering ISO 26000
(online). Switzerland: ISO—International Organization for Standard-
ization. Available at: http://www.iso.org/iso/discovering_iso_26000.
pdf. Accessed 05 November 2011.
Lebe, S. S., & Mulej, M. (Eds.), (2014). Special Issue: Tourism Manage-
ment Based on Systems-Thinking, Holism and Social Responsibility.
Kybernetes, 43(3–4).
Mulej, M. (1974). Dialektična teorija sistemov in ljudski reki. Naše
gospodarstvo, 21(3–4), 207–212.
Mulej, M. (1979). Ustvarjalno delo in dialektična teorija sistemov. Celje:
Razvojni Center.
Mulej, M., & Čagran, B. (Eds.), (2016). Uveljavljanje družbene odgov-
ornosti v vzgoji in izobraževanju. Knjižna zbirka Nehajte sovražiti svoje
otroke in vnuke, tretja knjiga. Maribor: IRDO Inštitut za razvoj
Foreword ix
xi
xii Contents
Index 289
Notes on Contributors
Dejan Avsec earned his Ph.D. from the University of Maribor, Faculty
of Economics in the field of organization science in 1987. He is a
retired bank manager and a lecturer in finance. He was a member of
the governing board of the regional Chamber of Economy, a member or
head of supervisory and governing boards, a member of the innovation
commission of the Ministry for Science and Technology, the head of the
habilitation commission at the University of Maribor, and also a member
of the establishing board dealing with the formation and establishment
of the Stock Exchange in Ljubljana.
Jernej Belak has Ph.D. and is an Associate Professor at the Depart-
ment for Strategic Management and Enterprise Policy at the Faculty
of Economics and Business, University of Maribor, Slovenia. In his
academic, research, and scientific work, he deals with the problems of
business ethics and its implementation as well as with the problems of
corporate governance quality. Embracing the topic of business ethics,
organizational culture, credibility, and philosophy within the field of
corporate governance and strategic management, he published several
scientific articles and monographs as well as attended various scientific
xvii
xviii Notes on Contributors
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